"World View" Silicon Valley most important document: Netflix126 page ppt full Chinese version

Source: Internet
Author: User

The PPT was viewed online more than 6 million times, even by Facebook's COO, Sandberg, as "the most important document in Silicon Valley".

Netflix is a US online video rental company with 10 million subscribers who can view 100,000 DVDs via email or online. As of 2013, Netflix paid subscribers to more than 3 million people. Now Netflix is also moving into the film and television industry, using more than 10 billion user-viewing records to analyze viewers ' preferences and customize episodes, which are now being hit by the "Solitaire House".

This successful and alternative company released a 100-page ppt in 2009, telling the essence of Netflix's corporate culture. The PPT was viewed online more than 6 million times, even by Facebook's COO, Sandberg, as "the most important document in Silicon Valley".

But until this January, the Harvard Business Review published an article called "Netflix Subversion hr: We only hire adults," and after Li Chian translated it into Chinese, the Chinese Internet was detonated. This article is just a brief introduction to Netflix's PPT. I would like to see the original PPT, found in the Chinese Internet actually did not.

This is how strange one thing AH: introduction ppt article Leap red, and PPT itself nobody, this is not idiom Maiduhuanzhu? Should not be PPT value is higher? Well, please allow me to translate this new version of PPT from Netflix into Chinese, a total of 126 pages, which is sufficient as a collection of information.

Take a deep breath, 126 pages, let's go!

"Netflix Culture: freedom and responsibility"

Netflix's former talent officer Patty McCoy, Netflix CEO Ride Hastings, translated: and vegetable head

1 , we seek excellence

Our culture focuses on helping ourselves achieve excellence.

2 and 7 aspects of the Netflix culture

What we value is the achievement of our values:

Efficient Energy

Situational management rather than control management

A tightly aligned and loosely coupled team

Pay the highest wage in the market

Promotion and development

3 , many companies present beautiful values in the lobby, such as:

Integrity

Communication

Respect

Excellence

4 , Enron, the high-level jail, the company bankruptcy due to fraud, in its lobby display these corporate values:

Integrity

Communication

Respect

Excellence

(These words are not the true values of Enron Corporation)

5 , the true values of the company and the beautiful values are the exact opposite, which is embodied by who is rewarded, who is promoted and who is dismissed.

6 , true values are behaviors and skills that are valued by employees.

7 , at Netflix, we value the behaviors and skills of the following 9 colleagues, and also mean that we hire and promote employees who can embody these 9 traits.

8 , Judgment (9-1)

-You can make informed decisions about people, technology, business and innovation, expulsion ambiguous.

-You discern the root of things, not the appearance of confusion.

-You can think strategically, have self-knowledge, and strive to do it.

-You can be smart about what you have to do now and what you can follow up on later.

9 , Communication (9-2)

-You are good at listening rather than quick feedback. So you can better understand.

-You are concise and clear in your speech and writing.

-You treat people with respect, not the identity of each other, do not care about each other's disagreement

-Under pressure, you can be calm.

Ten , Momentum (9-3)

-You can accomplish many important tasks.

-Your colleagues can count on your continued ability to output

-You focus on results rather than processes.

-you prefer to be preemptive rather than to seek to move back.

One , Curiosity (9-4)

-Fast learner and eager to learn.

-Strive to understand the company's strategy, market, users and suppliers.

-Extensive knowledge of business, technology and entertainment.

-You can also contribute effectively beyond your expertise.

A , Innovation (9-5)

-You can refactor concepts to find a special solution to difficult problems.

-You can challenge stereotypes and give better ways.

-You can come up with new ideas and be proven effective.

-You can keep your company agile by reducing complexity and finding time to simplify.

- , Courage (9-6)

-Whatever you want to say, even if it's controversial.

-You can make difficult decisions with no pain.

-You can venture wisely.

-You can question the behavior that is inconsistent with our values.

- , Passion (9-7)

-Inspire others with your desire for excellence.

-Your success with Netflix is deep in your heart.

-You love winning.

-Your perseverance.

the , Honesty (9-8)

-The crowd thinks you're honest and straightforward.

-it's not about corporate politics that you disagree with other people's opinions.

-You don't talk about others behind your back.

-You can quickly admit mistakes.

- , selflessness (9-9)

-What you're looking for is best for Netflix, not what's best for you and your little team.

-When you're looking for the best solution, you don't have as much self-maintenance.

-You are willing to take the time to help colleagues.

-You can openly and proactively share information.

- and 7 aspects of the Netflix culture:

Efficient Energy

- , imagine that if any of Netflix's employees, you have a heartfelt respect and can learn from them ...

+ , A great place to work is a group of super-awesome colleagues.

The great place to work is not the finest coffees, generous benefits, Japanese cuisine, grand parties and beautiful offices.

We'll do the same thing, but it's only in this way that we can attract and retain those super-awesome colleagues.

- , Like many companies, we strive to hire well.

+ , unlike many companies, we are in practice:

Only the employee can take the money and leave the job.

at , we are a team, not a family.

We're like a professional sports team, not kids.

Because Netflix's leadership is able to hire, upgrade and lay off wisely, we have star employees in every position.

- , the managers of the staff to test the fate:

My staff, if someone is going to resign to the same company to do similar work, who will I try to stay in Netflix?

- , the managers of the staff to test the fate:

If not, then this kind of staff we can only let them take the money to leave, so that we can free up seats, for the team to find star employees.

- , always remain honest

As a leader, any member of your team should not be surprised at what you think.

- , always remain honest

Honesty is not only the responsibility of the leader, as an employee, you should also regularly ask your leader: If I tell you I want to resign, how much will you try to keep me?

- , we all have a responsibility to ensure the continuation of our values.

"Questioning behavior inconsistent with our values" is part of the chapter on courage.

In line with our Code of Honor: "I do not lie, do not cheat, do not steal, and I will never tolerate such a person." ”

in , professional sports teams are good metaphors, but flawed.

Sports teams have a fixed number of positions, so members compete with each other for their valuable positions.

in , cooperation team

The greater our team capacity, the greater the achievements we have made, so our people have always helped each other.

Inter-personnel strife is rare and not tolerated.

- , we help each other, common achievements.

to , loyalty is good?

How to treat diligent employees?

How to treat unruly genius?

+ , loyalty and benefit

Loyalty is as good as stabilizer.

Those who want to be star employees will be forgiven for being depressed because we think they are likely to be our star employees again.

We also want to get the same feedback: if Netflix encounters a short-term downturn, we want our employees to be in close solidarity with us.

However, for a declining company, or for an inefficient employee, unlimited loyalty is not what we want.

- , hard work---not relevant

We don't spend hours working, or how many people stay in the office as a measure of employee and team standards.

We only care about the achievement of great work.

Continue to make B-level work output, do not want to achieve a-level performance, can only ask him to take the money to leave, polite.

Maintain a level of work output, most of the most effective, will be entrusted with heavy responsibilities, pay heavily.

the , Unruly Genius

Some companies tolerate them.

For us, this kind of person can make it too expensive to keep the team productive.

The style of maintaining diversity is good, but this person is well-behaved with the aforementioned 9 values.

* , why do we insist on being efficient?

For a program-based job, the output of the top-level employee is twice times that of the average employee.

For innovative/creative work, the output of top-level employees is 10 times times that of the average employee! A high-performance team with top-notch staff is a great boost!

$ , why do we insist on being efficient?

The great place to work is to have a group of super-awesome colleagues.

37, our high-efficiency culture is not suitable for everyone.

Many people like our corporate culture and stay for a long time

They grow up because of the company's excellence, frankness and change.

They will feel disappointed because they are dismissed, but take away the warmth and respect of each other.

Some people value work more than efficient output, and do not like our corporate culture.

They will be fearful at Netflix.

If we let them go, sometimes they feel bitter and think we're doing office politics.

In attracting the former category of people, we are doing better. At the same time, we help the latter to realize that this is not suitable for them.

- and 7 aspects of the Netflix culture:

Freedom and Responsibility

the , a responsible person will

Self -

Insight

Self - discipline

Self-improvement

Act like a leader

Not waiting to be called to work.

Pick up the rubbish on the ground

40. A responsible person grows up for freedom and is worthy of this freedom.

41. Our model is:

The growth of the company while promoting the freedom of employees, rather than restrictions, continue to attract and nurture innovative employees, so that the company is more likely to succeed.

42, most companies are accompanied by the growth of the reduction of staff freedom

43. Why do most companies grow with their employees ' freedom and the company's growing bureaucracy?

44, for the larger desire to compress the growth of the creation

45, growth has increased the complexity of the company

46, growth often caused by the density of talent dilution

47. Confusion arises

Scarlet Letter: Chaos and error pinning here, at this level of talent, the business has become too complex to run in a non-canonical form.

Blue Arrow under: Complexity

Under Red Arrows: percentage of effective staff

- , the disposal program appears to stop the confusion

Process

No one likes the process, but compared to the pain of chaos, the former makes people feel better.

"It's time to grow up" has become the mantra of professional managers.

the , emphasizing that process operations drive away more talent.

- , process operations tick out strong short-term behavioral results

A highly successful process-driven company

-occupy a leading position in the market

-Minimal need for thinking

-Very few mistakes---very effective

-Few curious innovators---to stop

-Highly optimized processes for the existing market

-Efficiency overcomes flexibility

Next: Then the market changed ...

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Wuyi , then the market changed ...

The market has changed as a result of new technology or the emergence of newer rivals or new business models.

The aforementioned companies cannot adapt quickly

-Because employees have been extremely adaptable to existing process operations, reliance on processes is at the heart of the system's value.

Such a company would be painfully crushed into yesterday's yellow.

the , a third option that looks worse.

(1) To preserve the innovation capability by keeping the company small, but thus losing market influence.

(2) Growing up without setting rules and then suffering from chaos.

(3) When a company grows up, it uses processes to drive the effective execution of existing patterns. When markets eventually change, they can only grow with lame innovation, flexibility and business capabilities.

- , 4th Choice

Grow together with more productive employees, rather than making rules to avoid confusion.

-so you can get the most out of your self-discipline and make non-paradigm operations work, while avoiding clutter.

-The part of the non-paradigm movement can inspire and attract creativity.

Wu , key points:

Increase talent density at a faster pace than the complexity.

- , enhance the density of talent

-Hire at the highest price in the labor market

-Have a huge impact on attracting high-value talent with freedom

-Strengthen the corporate culture of high performance

About , minimizing complexity growth

-Replace a large number of small products with a few major products.

-Eliminate the complexity of distracting people (barnacles)

-Beware of the increased complexity and rigidity of efficiency optimization

$ , working with the right people .

And not the process control criminals,

We have thus established a culture of innovation and self-discipline, a free and responsible enterprise.

- , is freedom absolutely necessary?

Are all the rules and procedures not good?

- , freedom is not absolute.

As with "Freedom of speech", there are several limited exceptions to "freedom of work".

- , two types of necessary rules

(1) In order to prevent irreversible disasters

-Financial Procedure Error

-The hacker stole our customer's credit card number.

(2) To avoid ethical, ethical and legal issues

-Dishonesty, sexual harassment is intolerable.

A , in most cases, quick fixes are the right pattern

Despite the quick fix problem

-efficient employees seldom make mistakes.

We are in an innovation-oriented market, not a security-first market like pharmaceuticals or nuclear power.

You may have heard that prevention errors are less costly than repair.

-Yes, it's true in manufacturing or pharmaceuticals, but ...

-This is not the case in innovative industries.

+ , good processes vs bad processes

Good processes help people get more done

-When you upgrade your code, let other people know

-Spend every quarter on budget, so that you don't have to adjust every expense frequently through departmental meetings.

-Develop strategies and clarify the background of the meeting regularly

Bad process tries to stop the error that can be recovered

-Receive a pre-approved amount of $5000

-Banner ad Creative that takes 3 people to sign to stop

-Need permission to put a poster on the wall

-Multi-level licensing process required for the project

-Find 10 people to interview each candidate

the , rule Stealth

Bad processes tend to sneak in

-The ability to prevent mistakes just sounds good.

We remove red tape as much as possible to strengthen our focus.

- , example: Netflix vacation rules and attendance management

As of 2004, we have a standard holiday mode of N days per year.

$ , at the same time ...

Some evenings and weekends, we all work online at odd times, back to mail, work in the afternoons on private hours, and then discuss vacations.

the , an employee pointed out that ...

We do not track daily or weekly working hours, why do we have to track a few days off each year?

the , we are aware of ...

We should focus on what people do, not how many days they do it.

Since we do not have five working hours for nine nights, we do not need holiday rules.

the , Netflix vacation rules and attendance management are:

"There is no such rule or attendance management"

the , Netflix vacation rules and attendance management are:

"There is no such rule or attendance management"

We don't have a dress code on Netflix, but nobody comes to work naked.

Lesson: You don't have to make rules for everything.

- , no leave rule does not mean no vacation

By discussing vacations, NETFILX's leadership set a good example and then came back to inspire big creative thinking.

in and other examples of freedom and responsibility

the , most companies develop complex policies around how employees spend, how they travel, what gifts they can accept, and so on.

Add an entire department to verify that employees are following these policies.

the , Netflix's policies on spending, entertainment, gifts and travel are:

Most in Netflix's interest.

About , "Best for Netflix" generally means:

(1) Spend the money you should spend otherwise don't spend it, and the money should be for work.

(2) It's like spending your own money on a business trip.

(3) Disclosure of gifts provided by important suppliers.

(4) You can get things from Netflix only when you don't get them inefficient and illogical.

-"Take" means, for example, to print a private document using the company's equipment, or to make a personal phone call from a working landline.

the , freedom and Responsibility

Many people say that a company cannot wait two points more than the promotion.

But since we went public in 2002, it has traditionally meant the end of freedom, and we have also fully enhanced our talent density and employee freedom.

the , freedom and Responsibility summary

As we grow, we keep the rules to a minimum.

Hiring more high-performance people to curb the chaos.

In the long run, flexibility is far more important than efficiency.

the and 7 aspects of the Netflix culture:

Situational management rather than control management

+ "If you want to build a boat, do not hire people to collect wood, and do not assign them any tasks, but to inspire their desire for the vast ocean." ”

---Anthony De Saint-Ecoupery

The author of the Little Prince

- , best management achieves maximum results by setting appropriate scenarios rather than trying to control employees.

the , situational management rather than control management

Provide insight and understanding to facilitate reasonable decisions.

Situational management (to believe)

Strategy

Index

Assume

Goal

Clearly defined rules

Knowledge of risk

Transparent information required for decision making

Control management (to avoid)

Top-down decision-making process

Manage licenses

Committee

The value of the plan and process is higher than the result

Bayi , excellent situational management

Associated with corporate goals or functional goals

Relative priority (how important/time is urgent)

-Decisive (now must)

-Icing on the cake (when you're done)

Based on the level of precision and purity

-Error-Free (credit card operation)

-Fairly good/correctable errors (website)

-Coarse (experimental)

Important stakeholders.

Important indicators/Defining success criteria

the , to the manager:

When your talent makes stupid mistakes, don't blame them. Instead, you should ask yourself what is wrong with situational settings?

the , to the manager:

When you are ready to "take control" of your employees, ask yourself, what situation can you replace?

Have you been clear enough and inspiring enough for goals and strategies?

- , why use situational management?

Highly effective people can work better if they understand the present situation well.

- and hope for the situation

That's why we start a new Staff College, organize regular departmental meetings, and why we are so open-minded about our strategy and results internally.

the , exceptional cases

Control management is important in emergency situations

-No time to do long-term capacity building

Control management is very important when someone is still in the learning phase.

-Take time to find out the necessary scenarios

Control management is very important when you are not human.

-Temporary, no doubt.

the and 7 aspects of the Netflix culture:

A highly consistent and loosely coupled team

the , 3 modes of cooperation team

(1) Tightly coupled big-mac

(2) Fragmented state-owned enterprises

(3) Uniform-loose coupling type

the , Big Mac type

Senior managers are all about the tactical detail.

-For example: The CEO evaluates all job postings or advertisements

A large number of N sectoral coordination meeting

Make other internal teams happy and pleasing to customers with the same weight

People who want to innovate feel exhausted

The departmental coordination was maintained through centralized management, but it was very slow and the pace of growth was in sync with the company.

- , state-owned

Each regiment carries out its own goals, basically without synergy.

-Each team to do their own thing.

Work that requires synergy is hurting all parties.

The hills were lined up between the departments, and each other was out of doubt.

Only a fully independent business area can operate smoothly.

-Example: GE's Aircraft engine manufacturing division and mixer Manufacturing Division

the and the third is Netflix's Choice

Highly consistent and loosely coupled type

the , high consistency:

-a clear, detailed and broad understanding of the strategy and objectives for all personnel.

-Team interaction focuses on strategy and goals, not tactics.

-A large amount of management time is required to achieve a transparent, accurate and full understanding of the information.

Loose coupling:

-Minimize cross-functional meetings unless they are co-operative for objectives and strategies.

-believe that teams can act in a tactical way without having to rehearse or approve, so that the team moves quickly.

-Leaders are actively engaged in temporary coordination at the right time.

-Occasional tactical re-reel is necessary to enhance teamwork.

the , highly consistent and loosely coupled team efficiency depends on high-performance people and excellent situational management

The goal is: to become larger, faster and more flexible.

Next: Pay the highest wage in the market.

_baidu_page_break_tag_

94 and 7 aspects of the Netflix culture:

Pay the highest wage in the market

the , pay the labor market the highest wage is the core of high-performance culture

A superior employee does more and spends less than two competent employees. We are committed to employing only exceptional employees.

the and 3 tests to judge outstanding employees

(1) Can this person get it somewhere else?

(2) How much do we have to pay to replace him?

(3) How much will we pay to keep him?

-if he had better conditions of employment elsewhere.

the , make a good judgment

The goal is to keep every employee at the top of the labor market pay level

-Pay them a higher salary than other companies might give.

-Pay their salaries according to the criteria they need to replace them.

-If other companies offer better conditions, try our best to raise them to retain them.

98 , the title is not much use

Many people have the title of "big league pitcher", but they are not equal to each other.

Similarly, all people named "Senior marketing Manager" or "engineering director" are not equal.

So the secret to pay is to answer just three questions for each employee.

About , annual salary assessment

In many companies, when employees are hired, their pay and labor market prices are matched.

-but when it comes to the pay assessment, it's no longer a match!

At Netflix, they always match:

-In essence, for high-performance people, the top-level remuneration levels of the human market are re-established every year.

-During the annual salary assessment, the managers answered the three questions that preceded them for each of their employees.

- , without a fixed human budget

There is no "raise pool" that is decided by senior executives every year.

On the contrary, each manager adjusts the salary of his subordinates and the highest price of the labor market to the same every year.

101 , seasonal remuneration

Some people grow very quickly because their prices are growing very fast in the human market, often because of the growth of skills or a strong demand for manpower in specific areas.

Some people pay less because they are in the labor market.

-partly because of inflation and economic factors

-Still, for this person, the pay level is still at the highest price in the market.

102 , pay doesn't depend on Netflix's success

Regardless of the ups and downs of Netflix, we are paying the highest salary in the market.

-for example, if a sports team loses a game, it has to pay at the market level.

Employees can decide how much they want to tie their economic prospects to Netflix by deciding how many Netflix options they hold.

103 , poor pay practices

According to the title, the manager sets the salary according to the percentage.

-Will cause the "big league pitcher" problem.

Managers are concerned about internal pay consistency and disregard external labor market value

-In the manpower market, the fairness of the pay level is true.

Managers give each employee a 4% increase.

-The situation in the labour market cannot be reflected at all.

104 , when the market is set up for the highest paid ...

We seldom meet employees who choose to resign because of higher pay because we have done our best to give him the highest salary.

Compared to the other options available on the market, our employees will find their pay is good.

the , compared to the traditional model

The traditional model was a good performance in the previous year and a pay rise, completely detached from the labor market.

-The problem is that employees are actually getting lower or higher than the market price of compensation.

-When the material is below the market price, the employee will change the company to obtain market-based compensation.

-When the substance is higher than the market price, then the employee will be trapped by the current company.

Continuous compensation based on the price of the labour market is a better model.

106 , the success of employees

In our society, an employee's salary increase is an indicator of the performance of the previous year, which is already a deeply rooted concept.

-But for us, another factor is the external human resources market.

The success of employees remains an important factor in remuneration, as it affects the value of the human market.

-in particular, how much do we want to spend in order to leave a person alone?

107 , every employee knows his market price is good

It is a healthy rather than a betrayal idea to know how much other people will spend to hire themselves through their peers in other companies.

-Talk to your superiors about what you found in the terms of remuneration.

-Stay alert to the company's confidential information.

108 , Utility

High salary is the most effective form of pay.

-high salaries are most motivating at any given cost level.

-No bonuses, no free options, no charity contests.

-instead, put all the expenses into the high-paying package as much as possible, giving the employee the freedom to spend their salary according to their intentions.

109 , option Options

Employees get the highest wage in the labor market, and then they can ask for their wages to be converted into options.

Some people choose to take cash all the time, and some ask for half of their salary to be converted into options.

-Two kinds are all fine.

It is a commitment to freedom and responsibility that allows employees to determine how much risk/reward they can afford.

the , option details

The option is exercised for 10 years and is fully held by the employee once it is issued, and can be changed at any time, no matter how long the employee has worked on Netflix.

These employees ' fully-held options are distributed on a monthly basis at the prevailing market share price, so that employees take advantage of the average price of the exercise option.

Options are bought to employees at half the price of the market, and are bought with pre-tax wages, making them a good deal for employees.

Employees can request a change in the amount of options each year.

Only when Netflix's share price rises does the option have value.

111 , no option pay or deferred pay

We don't want managers to control their employees by withholding wages, all paid in full.

We ask managers to build a great working environment and pay for the highest wages in the market.

Employees can resign at any time without paying a fine, but after doing so, almost everyone stays.

The reason why employees stay is because they have a passion for work and pay handsomely, not because there is a system for delaying the payment of wages.

the , do not use ratings to motivate employees

We avoid using "best 30%" or "worst 10%" levels to motivate employees.

We don't want employees to feel that they are competing with each other.

We want our employees to be the "best 10%" of all applicants.

We want our employees to help each other, and they did.

113 and 7 aspects of the Netflix culture:

Promotion and development

the and, in some cases, Netflix does have a lot of opportunities and room for development within some teams.

Some people who have both luck and ability will get an unusual career progression.

the , basketball analogy: Small league and big league

Very talented people often get promoted, but only for those who are really talented.

Some luck depends on where the vacancy is, or what kind of competition to face.

Some people move to other teams to get the opportunities they need.

The great team keeps their best talent.

Some small league players continue to play even if they don't get a promotion because they love the game.

the and don't have to spend a lifetime on Netflix

At some point, some teams may not have enough growth opportunities for everyone.

In this case, we celebrate because we have a better job for someone to leave Netflix because we don't have the right opportunity to give it to him.

-If that's what the man wants.

117 and the necessary conditions for the promotion of two kinds

(1) Work must be important enough

-We may have very good managers in certain things, but if the job is not important enough, we will not arrange a director on it.

-If this very good manager leaves, we will arrange for a new manager, not a director.

(2) This man must be a superstar in his current position.

-If we hire an equally talented person from the outside, this person is qualified for a higher level of work.

-If a peer company knows his talents, he can get a higher level of job opportunities there.

118 , Timing

If a manager can get a promotion to stop an employee from leaving, the manager should now give the employee a promotion instead of waiting.

The following two tests must be passed:

(1) Work is important enough

(2) A superstar in an existing position

119 , Development

By giving our employees the opportunity to develop themselves, we provide a way to help them develop with a group of distinguished colleagues around us. Colleagues, but also give them a big enough challenge to fight for it.

-Ordinary co-workers and non-challenging jobs are the culprit in killing employees ' skills.

- , professional "planning" is not our dish.

Formal personal career planning rarely works, and we don't try to do it.

-For example: Mentor and project guidance, company internal rotation, annual work rank channel and so on.

121 , we support self-improvement

Most highly effective people can improve themselves through experience, observation, introspection, reading and discussion.

-As long as they have an outstanding group of colleagues and a big enough job challenge

-We all try to help each other grow.

-All of us are honest with each other.

122 , we want our employees to manage their own career development, rather than relying on the company to "plan" their careers.

123 , your financial security is based on your skill level and reputation for character.

We do our best to continue to provide opportunities that enable you and your distinguished colleagues around you to grow together.

124 and 7 aspects of the Netflix culture

What we value is what we value.

Efficient Energy

Situational management rather than control management

A tightly aligned and loosely coupled team

Pay the highest wage in the market

Promotion and development

the , as we grow, we continue to improve our corporate culture.

We strive to become better by seeking excellence.

Finish

Finally: Answer two questions:

1: Surely a lot of people are asking, "Well, there are 126 pages, why only 125?" Answer: Because the title map is page 1th.

2: There must be a minority asking, "Why is there duplication of content?" Answer: Because it is the translation of ppt,ppt between the next page requires coherence.

"World View" Silicon Valley most important document: Netflix126 page ppt full Chinese version

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